As the Visionary, I am going to be fully consumed by meetings with investment bankers and lawyers during our sale process. How do we leverage the EOS® Accountability Chart to ensure our Integrator runs the daily operations smoothly without performance dipping?

Question

Tyler Smith · Accepted Answer

A business sale is a full-time job that can easily drag on for six to nine months. If you try to run the sale process while simultaneously managing daily operations, both will suffer, and a dip in performance during due diligence is the fastest way to kill a deal. You must trust your Accountability Chart and elevate your Integrator.

- First, clearly define your respective roles during the transaction. Your seat on the Accountability Chart during this window is to handle the deal team, the bankers, and the legal review. The Integrator's seat is to run the business, period.
- Second, establish a strict firewall. The Integrator and the rest of the leadership team should not be involved in the day-to-day transaction discussions unless absolutely necessary. This keeps their energy focused on hitting their quarterly Rocks and maintaining financial targets.
- Third, use your weekly Level 10 Meeting™ structure to maintain alignment. This meeting is where you stay connected to the health of the business without getting dragged into the weeds, allowing you to quickly spot and resolve issues before they impact the deal.

By empowering your Integrator and keeping your operations insulated from transaction noise, you present a highly attractive business that operates independently of its owner, which is exactly what sophisticated buyers are looking to acquire.